Barsade (2002) Barsade & Gibson (2012); Collins et al. (2013); Lehmann-Willenbrock et al. (2011)

10 important questions on Barsade (2002) Barsade & Gibson (2012); Collins et al. (2013); Lehmann-Willenbrock et al. (2011)

What is a group affect?

it is an umbrella term for dispositional or trait affect, emotions and mood.

-affect can be defined as the affective state like top-down as  bottom-up , created and transferred by affective transfer processes.
-group affect has significant consequences on groups as a whole and on the individuals within them

What is emotionale contagion

a process in which a person or group influences the emotions or behavior of another person or group through the conscious or unconscious induction of emotion states and behavioral attitudes

Which two factor decide the strenght of emotional contagion?

Emotional energy (intensity), Emotional valence (unpleasant emotions has a bigger emotional contagion than pleasant emotions )
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Explain the model of emotional contagion

group members emotion (valence, energy)--> emotional contagion ( unconscious or conscious)--> influence on individual or group (cooperative, conflict, task performance)

What is meant with ' people are “walking mood inductors” '

according to emotional contagion people changes their mood that is contagious.

Explain the what is IPSO en the IPSO model

Input-Process-State-Outcome model,

input ( individual vs. group level)-->process ( bottom-up vs. top down process)--> state ( group positive affect tone vs. group negative affective tone)--> output ( group level: dynamics, behaviour, performance)

What is a synoniem to Proactive statement -> Proactive statement ->Proactive statement? what does this mean?


Proactive statement ->Support -> Proactive statement.
it means that a proactivestatement leads to support or proactive statement dual to the emotion contagion

What is the effect of Humor in meetings?

it promotes team performance

Which moderator plays a role between humor patterns in meetings and team performance

level job security climates

What are the conclusions of positive and negative meeting behavior


  • Functional, productive meeting behaviors and dysfunctional, counterproductive meeting behaviors emerge in self-sustaining patterns

  • Counterproductive patterns outnumber productive patterns
  • Neither complaining nor interest-in-change cycles correlate with the pleasure dimension of group mood, but:

  • Complaining patterns are linked to a passive group mood, and positive patterns are linked to an active group mood

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